IIUM Power Point Template

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IIUM HALL OF FAME FOR BALANCED SCORECARD
IMPLEMENTATION

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Our Balanced Scorecard Journey The Road
to Our Strategic Success
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.
The strategies we are adopting will steer the
IIUM to a brighter future and enable us to grow
in stature, capacity and reputation at the
national, regional and international levels
PROF. DR. SYED ARABI IDID VICE CHANCELLOR INTERNAT
IONAL ISLAMIC UNIVERSITY MALAYSIA (IIUM)
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Introduction

• The university successfully completed a
  Strategic Planning Exercise and produced a
  comprehensive updated and revised Strategic
  Planning Report 2001-2010 in April 2003

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Introduction

• The Balanced Scorecard was adopted in Dec 2003 to
  assist the IIUM in executing the strategies and
  measure our performance more systematically.

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• What is Balanced Scorecard?
• The Balanced Scorecard was adopted to assist the
  IIUM, to achieve our strategy and goals. 
• To the individual staff, the Balanced Scorecard
  identifies and prioritizes critical activities in
  their daily work.

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How does the Balanced scorecard work?

• The Balanced Scorecard has two parts.
• The Strategy Map which summarizes in one page
  view, our Success Formula
• The Scorecard tells us how were
• doing.

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Why Balanced Scorecard for IIUM ?

• Many challenges are ahead of us
• Human capital competency
• Student quality
• Research productivity
• Income generation
• Competitive access to funding
• Globalization
• Stiff Competition
• Limited budget growth

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BSC is here to align IIUMs resources with its
Strategy
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IIUM BSC The Big Plan
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Whos working on the Balanced Scorecard? Two
teams have been formed (1) The Leadership Team
The IIUM Top Management (2) The BSC Core
Team
Both teams plan for implementation and
communication of the Balanced Scorecard,
including measuring the progress.
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THE
The Strategy Journey

• In 2007, after more than five (5) years, with the
  changing academic landscape and new direction set
  by the Ministry of Higher Education, it was high
  time for IIUM to conduct a major review of the
  strategic plan.

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THE

• IIUM is to become a RESEARCH UNIVERSITY by Year
  2015
• Research Excellence is the new strategic thrust
  and RD becomes the main thrust.
• The university will transform to become highly
  focused in research, totally flexible in learning
  
• and teaching and very engaged with industry
• and community.

The Strategy Journey
IIUM NEW DIRECTION
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IIUM Balanced Scorecard Journey
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IIUM Balanced Scorecard Journey
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The Balanced Scorecard was revised
Strategy Map and Scorecard were revisited to
reflect the new strategic direction of becoming a
Research based University BSC is a powerful
communication tool to educate the community and
help them to understand the new expectations.
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IUM 2015 Strategic Direction Towards becoming a
Research-Intensified University
S1. Produce well-rounded personalities and
employable graduates
C1. Achieve status as a leading international
academic research institution imbued with
Islamic values
F1. Achieve budgetary sufficiency and efficiency
S2. Become centre of reference in niche areas of
research
Stakeholder
Customer
Financial
Research Academic Excellence
P2. Intensify quality research output and
publication
P1. Strengthen quality integrated curriculum
P4. Increase academic staff who are engaged in
high impact research
P5. Have a significant pool of distinguished
scholars
Internal Process
P3. Strengthen postgraduate studies
P6. Secure bigger research grant
P8. Increase income contribution from
SBUs/RMC/IHSB
SAMPLE
P7. Enhance quality service
L1. Strengthen staff development and competency
L2. Ensure quality of research facilities through
key compliance
L3. Improve library facilities to support research
L4. Enhance morality within the university
community
Learning Growth
IIUM Strategy Map 2007-2015
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SAMPLE
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SAMPLE
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Strategic Performance System (SPM)

• After three years of manual reporting, in 2008,
  the University decided to automate the entire
  process, especially when we have also completed
  cascading to all faculties and support divisions.
  
• The University then decided to invest on the SAS
  Strategic Performance System (SPM) for automating
  the process of monitoring, collecting of data and
  reporting the IIUM strategic performance
  framework. We have automated the enterprise
  Balanced Scorecard and 10 selected
  faculties/divisions for the first phase
  implementation.

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IIUM Balanced Scorecard Main Page from Portal
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Dashboard View - KPI Performance
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Table view KPI Actual vs Target
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INITIATIVES ACCOUNTABILITY
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Association View Overall Achievement
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BSC HALL OF FAME Why IIUM won?

• We developed the BSC following the original
  methodology and best practice techniques as
  taught by Drs Kaplan and Norton
• We adhere to the 5 principles of the Strategy
  Focused Organisation
• And most important of all, we demonstrate success
  and achieved breakthrough results from the BSC
  Implementation

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BSC HALL OF FAME SUMMIT

SEOUL, KOREA 23RD SEPT 2008
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The 5 Principles of SFO
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Future Plans for Performance
Management
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EXECUTION PREMIUM
Source Palladium Group
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Summary The IIUMs EXECUTION PREMIUM
Pre-BSC (2003)
Post BSC (2008)

• Dynamic approach
• Vision Mission sustainable
• Strategy management
• quarterly review
• Strategic themes clear
• Programs of initiatives by theme
• Initiatives managed and monitored by CSQA
• - Issues resolved proactively

• Static approach
• Vision Mission not clear
• Strategic Planning once a year activity
• Strategy not easily understood
• Multiple strategic initiatives
• - objectives unclear
• - implementation success variable
• - departmental focus

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I am impressed with the IIUMs achievement and
considers it a success story for transforming
just a university into a center of education
excellence to be emulated by other universities
in the world,
PROF. DR. ROBERT KAPLAN CREATOR OF BSC HARVARD
BUSINESS SCHOOL
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